讲座题目：Embracing Both Competition and Cooperation: The Trickle-Down Effect of Top Managers’ Paradoxical Leadership on Entry-level Employees’ Creativity
讲座时间：4月19日14:00-16:00
讲座地点：后主楼1610会议室
主持人： 许志星 best365官方网站登录入口
嘉 宾： 许 姜 北京大学光华管理学院
嘉宾介绍：
许姜是北京大学光华管理学院企业管理方向的五年级博士生，具体研究方向为组织行为与人力资源管理。她本科毕业于北京大学社会学系，并曾作为访问学者在剑桥大学贾奇商学院访问交流。许姜的研究主要聚焦于两个领域：领导力和组织中的时间现象。具体而言，她在领导力领域的研究关注不同领导力风格所带来的机遇和挑战，以及它们如何影响员工的个人成长和职业发展。她关于时间现象的研究旨在探索时间方面的个体差异在组织情境中如何对领导—下属互动、员工和团队产生影响。她最近的研究关注如何使用大数据分析技术来探索这些现象，以应对数字化时代和零工经济带来的诸多新机遇和挑战。她的研究成果已发表或正在管理学顶级期刊如Human Resource Management、Journal of Vocational Behavior进行审稿与修订。
讲座内容摘要：
Creativity fundamentally involves both divergent and convergent cognitive processes. In this article, we propose a paradoxical but holistic approach to investigating how top managers’ paradoxical leadership influences entry-level employees’ creativity. Integrating paradox theory with social learning theory, we focused on how and why top managers’ paradoxical leadership increases departments’ both competition and cooperation, which in turn enhances entry-level employees’ radical and incremental creativity. A time-lagged, multi-source, and multi-level field study involved 26 top managers, 111 middle managers, and 507 entry-level employees was conducted in 26 finance companies of eastern China. The results showed that top managers’ paradoxical leadership increased department competition, which in turn exerted stronger positive indirect effect on entry-level employees’ radical than incremental creativity through their enhanced risk orientation. In addition, department cooperation was shown to directly increase entry-level employees’ incremental creativity. Furthermore, two supplementary studies (one field study and one experimental vignette study) were conducted to demonstrate that the relationship between top managers’ paradoxical leadership and department competition/cooperation was linked and explained by middle managers’ paradoxical mindset. Theoretical and practical implications as well as the limitations of our research are further discussed.